毕业论文外文文献翻译Brand-Strategy-Research企业品牌战略研究
品牌营销策略外文文献
品牌营销策略外文文献Brand Marketing StrategyIntroductionBrand marketing is a crucial aspect of any business strategy as it helps create awareness, build loyalty, and differentiate a company's products or services from its competitors. This paper aims to discuss various brand marketing strategies and their importance in the global market.Importance of Brand MarketingBrand marketing plays a vital role in creating a positive perception of a brand in consumers' minds. It helps build trust, credibility, and loyalty among customers, leading to repeat purchases and brand advocacy. A strong brand also allows a company to command premium prices for its products or services and gives it a competitive advantage in the market.Brand Positioning StrategyBrand positioning is a crucial step in brand marketing strategy as it determines how a brand should be perceived in the market. It involves identifying the target audience, understanding their needs and preferences, and positioning the brand in a way that resonates with them. This can be achieved through effective communication, advertising, and branding activities.Brand Differentiation StrategyBrand differentiation is an essential aspect of brand marketing, especially in highly competitive markets. It involves highlighting the unique features, benefits, or values of a brand that set it apart from its competitors. This can be done through product innovation, superior quality, excellent customer service, or a unique brand personality.Brand Extension StrategyBrand extension is a strategy where a company uses its established brand name to launch new products or enter new markets. This strategy leverages the existing brand equity to gain a competitive advantage and reduce the risk associated with introducing new products or entering new markets. However, it is important to ensure that the brand extension aligns with the brand's core values and does not dilute its equity.Digital Marketing StrategyWith the advent of the internet and social media, digital marketing has become an integral part of brand marketing strategy. It helps businesses reach a wider audience, engage with customers in real-time, and build an online brand presence. Digital marketing activities include search engine optimization (SEO), social media marketing, content marketing, influencer marketing, email marketing, and paid advertising.Customer Relationship Management StrategyBuilding strong relationships with customers is essential for long-term success and brand loyalty. Customer relationship management (CRM) strategy involves collecting and analyzing customer data to understand their preferences, needs, and behaviors. This information can then be used to personalize marketing communications, offer tailored products or services, and provide excellent customer service.ConclusionIn conclusion, brand marketing plays a crucial role in the global market as it helps create awareness, build loyalty, and differentiate a brand from its competitors. Various brand marketing strategies, such as brand positioning, differentiation, extension, digital marketing, and customer relationship management, can be used to achieve these objectives. It is essential for businesses to continuously evaluate and adapt their brand marketing strategies to stay competitive and meet evolving customer preferences.。
品牌建设策略外文文献翻译
品牌建设策略摘要：品牌建立在有形产品和无形服务的基础上。
有形是指产品的新颖包装、独特设计、以及富有象征吸引力的名称等。
而服务是在销售过程当中或售后服务中给顾客满意的感觉，让顾客体验到做真正“上帝”的幸福感。
让他们始终觉得选择买这种产品的决策是对的。
本文通过对品牌建设策略的阐释，指导企业建立自己独特的品牌。
关键词：品牌，品牌建设1品牌建设的定义是品牌管理和IMC运动的主要关切。
每一位营销者应该追求长期股权，注重每一个细节的战略。
因为一个小的消息失调会导致品牌延伸的巨大失败。
另一方面，他在消费者心中的心理过程。
干扰变数是一个有用的指标，以评估消费者对品牌延伸评估。
在整个分类理论和联想网络理论，消费者是否有能力处理成有用的知识，成为他们的信息。
他们将通过测量和比较核心的品牌，适合质量类别，以往的经验和知识，使困难的核心品牌之间的差异及延伸产品。
因此，在这篇文章中可以推断什么是消费者对品牌延伸评价的几点：1、核心品牌质量创造了一个品牌和低消费的影响评估适合的强势地位。
2、核心品牌之间的相似性和延伸，是消费者对适合知觉的主要关切。
较高的相似性是适合高的看法。
3、消费者的知识和经验影响评价之前，延伸产品踪迹。
4、更多的延伸产品创新时，可以感觉到更大的积极配合。
一个成功的品牌战略依赖于信息沟通和一致的清晰的品牌形象。
品牌延伸的负面影响将导致对母品牌及品牌系列极大的损害。
从管理和营销的角度来看，一个品牌应该保持在一个长期的一致性和连续性的品牌信息的方式和协会的运作。
由于从品牌延伸的影响，负面影响是巨大的，久治不愈。
每一个消息或品牌延伸可以稀释性的品牌。
品牌延伸或品牌延伸是一种营销策略，其中一个公司的营销与发展良好的形象的产品用于不同的产品类别中的同一品牌名称。
新产品被称为剥离。
组织使用这一战略，以增加和利用品牌权益（定义：净资产，距离著名的名称长期可持续性）。
品牌延伸的一个例子是果胶，明胶果冻布丁创造持久性有机污染物。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译……………………………………………………………………….………… 1 摘要…………………………………………………………………………….……………… 1 1. 品牌战略内涵与其功能意义…………………………………………..….….….………2 2. 我国企业品牌发展概况………………………………………………….….…...……．…3 2.1 国内品牌与国外品牌相比存在着很大的差距……………………….….…………3 2.2 品牌发展缺乏整体规划 (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择………………………………………………………….……．……..6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力………………………….….…6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚 (6)3.3 遵循品牌设计规律注重品牌形象……………………………………………....…7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations ofthe functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy exist. BrandMistakes …………………………………..……….14 3strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve thecompetitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to参考文献 1 年小brand competition (17)山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎.品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄:河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M .杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. TheProfitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，MarketersDiscover What Quality Pearly MeanM . Business Marketin61987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
品牌营销策略外文翻译文献
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
毕业论文外文翻译--企业品牌的声誉和品牌危机管理文献翻译-中英文对照翻译
中文4030字标题：Corporate brand reputation and brand crisis management原文：For some years, the what, why, and how of recognising and addressing brand crisis – particularly corporate/organisational brand crisis –has occupied my research attention (note to reader: “corporate”and “organisational” are used interchangeably). Numerous corporate and non-profit entities have provided public clinical experiences of confronting serious reputational crises. Examples over recent decades include Exxon (the Valdez oil spill incident), Union Carbide (the Bhopal explosion), Perrier (benzene traces), Tylenol (deaths from tainted pills), the US Catholic Church (priest sex abuse), Martha Stewart OmniMedia (executive misbehaviour), Arthur Andersen (accounting scandals), the International Olympic Committee (bribery issues), and many others. All faced threats to their brands from deterioration in consumer and business customer approval and from decline in public trust.While some were more product brand-rooted (e.g. Tylenol), all found their corporate brand affected, and efforts to rescue the brand were undertaken at the corporate level (e.g. Johnson and Johnson for Tylenol, marketed by J&J's McNeil Laboratories Unit). Thus these incidents provide a rich source of insight into the corporate brand. They illustrate a key dimension of corporate-level marketing.“Can we as an institution, have meaningful, positive and profitable bilateral on-going relationships with customers and other stakeholder groups and communities?”. That was a central question of an organisation's corporate-level marketing orientation posed by John Balmer and myself in our treatment of an integrated approach to marketing at the institutional level (Balmer and Greyser, 2006).We held (among other points) that corporate marketing is indeed a boardroom and CEO concern. In reflecting on corporate identity and reputation in times of brand crisis, one recognises the importance of corporate-wide orientation and the responsibility of the CEO and company-wide managers.Sources of reputational troubleLet me offer an anatomy of the kinds of reasons brands can be in reputational crisis, how to know that the situation is serious, and whatsteps companies can try to take to prevent or if necessary to overcome such crises.Reputational troubles can come in many forms, from a wide variety of causes and from many publics. Some have been sudden, such as when seven people died in a single day from tainted Tylenol capsules, when traces of benzene were found in bottles of Perrier and when an explosion in a Union Carbide facility in India killed many hundreds of people. Others were the result of problems that festered over longer periods, such as the priest sex abuse scandal affecting many Catholic archdioceses in the US, the accounting scandal that eventually ruined the once-respectable accounting firm of Arthur Andersen, or the bribery scandal over selection of host cities that tarnished the reputation of the International Olympic Committee. Some of the protest or concern comes from advocacy groups with a cause, some from disaffected consumers/customers, some from governmental/regulatory entities, and some from the general public.Organisations must recognise the “what” of the issue generating the reputational threats, as well as “who” the involved public(s) is/are.Here is a categorisation of different causes of corporate brand crises, with some examples and some brief explanations:1. Product failure – Tylenol, Perrier, Firestone (tires implicated as the cause of many deaths in car accidents), the Chernobyl nuclear plant disaster, Intel's Pentium chip (flawed calculations), Peanut Corp. of America (salmonella).2. Social responsibility gap –Nike (non-US labour and questionable working conditions).3. Corporate misbehaviour –Arthur Andersen, Enron, Exxon (oil spill in Alaska), Merck (alleged suppression of early clinical drug trials of Vioxx), Siemens (corporate corruption in multinational fraud and bribery), Hewlett-Packard (Chairman indicted for spying on board members via questionable investigative means), IOC/SLOC (scandals regarding bid cities).4. Executive misbehaviour –Martha Stewart, Dennis Kozlowski (Tyco).5. Poor business results –Polaroid (failure to adapt technologically), Circuit City (giant retailer which let go many of its most knowledgeable store staff), and many others particularly in 2008.6. Spokesperson misbehaviour and controversy –Kobe Bryant (star NBA athlete and endorser of brands who was accused of rape).7. Death of symbol of company – Wendy's (fast food chain) founder and TV spokesperson Dave Thomas, the “face of the brand”.8. Loss of public support – Louis XVI of France (guillotined and monarchy fell), Edward VIII of England (forced to abdicate the British throne); both lost their ability to be seen by their people as “a symbol of nationhood,” central to the “monarchic corporate brand” (Balmer et al., 2006).9. Controversial ownership –Venezuela and CITGO in the USA (vigorously anti-US Venezuelan president).Assessing the seriousness of the situationWhat made some of these crises life-threatening to the organisations involved was that they affected what I term “the essence of the brand”, i.e. the distinctive attribute/characteristic most closely associated with the brand's meaning and success. When this occurs a company's marketplace position and its brand meaning are seriously challenged. If the essence of the brand is not central to the situation, the problem is more likely to be overcome, albeit still troublesome.Here are four key areas, with some brief comments, that organisations should examine to analyze an emerging (or emerged) issue that may threaten its brand's reputation:1. The brand elements:o Brand's marketplace situation, e.g. market share or corporate favourability (prior to crisis). The weaker the situation, the more dangerous the problem.o Brand strengths/weaknesses. The more differentiated (vs other entities),the better it is for the affected company, unless a key differentiation is the subject at issue (see “integrity of athletic competition” below).o Essence of the brand's meaning (see examples below).2. The crisis situation:o Seriousness of situation at outset. If the problem prospectively affects many consumers or some severely, e.g. salmonella in food leading to deaths, the seriousness is higher.o Its threat to brand's position/meaning (see text examples in “consequences” below).3. Company initiatives:o Impact on brand and problem situation of company behaviour/actions, especially communications; this can be examined at the planning stage as “likely” impact.4. Results (after initiatives and/or passage of time):o Effectiveness of initiatives in terms of recovery/relaunch, restoring brand meaning, and favourability or market share. Action in brand reputational crises What can and should companies/organisations do when threatened by brand crises? Where does communications fit in? My principal recommendation relates to situations of “bad news about the company and the news is really true”.In the face of crisis, especially when it is rooted in a problem that is or will become visible, I believe an organisation should admit the truth, even if embarrassing. Also, it should forthrightly try to address the problem, even if it involves changing corporate behaviour. And it should support the initiative with credible communications. These are the best (but still bumpy) roads to possible brand rehabilitation or rescue.. Communications alone cannot do the job Substance –i.e. behaviour –is central (e.g. the quick recall of Tylenol from distribution) to an effective defensive program. An allied communications effort can be important and helpful. However, the message must avoid serving as a “remindercampaign”, especially if the underlying problem/allegation is not widely known by relevant publics.Credible communications were an issue for Wal-mart in its early 2005 corporate communications campaign “Wal-Mart is working for everyone”. The message was a response to critics of its wages and benefits for its workers and its impacts on the communities where its stores are located. Some observers (including myself) raised the question of how this message could be effective when the company was being widely criticised (with extensive media coverage) for reportedly closing a store where employees were trying to organise a union and when the company was being sued (again with substantial media coverage) for discrimination against womenemployees. In my view the company effort at communications and this specific message/theme were not likely to be effective.Sometimes even any communications can be questionable. CITGO found itself in a reputational brouhaha in the US in late 2006 when Venezuela's president attacked President Bush at the UN (CITGO's parent is a Venezuelan petroleum company). A major retail gas station operator ended its relationship with CITGO as a supplier, allegedly connected to the widely publicized political attack. Although only a modest proportion of Americans were said to know of the ownership linkage, CITGO decided to undertake a communications campaign, “CITGO sets the record straight”, emphasizing the company's corporate good citizenship and role as a major US employer. Soon thereafter the company returned to its ongoing image-building campaign. Some experts agreed with the effort; some thought the response communications should have continued, and some said non-advertising communications should have been used. However, others argued that the campaign fueled more public awareness of the underlying problem, and should not have been undertaken (New York Times, November 1, 2006). The situation subsequently settled down as Americans looked at gasoline as a product, rather than at its ownership.As I have suggested, forthright corporate action often is the most sensible route. Merck, the third-largest US pharmaceutical manufacturer, suffered an attack on its reputation because of its actions regarding Vioxx, a pain medication. It was revealedthat several years before the company withdrew Vioxx (2004), its internal documents raised questions about risks of strokes and heart attacks associated with the drug. Obviously this was a serious situation for the company's reputation especially since the company was defending thousands of lawsuits over injuries and deaths, claimed by patients or surviving family members to be attributable to the drug. Three years after the withdrawal, having won many but having lost some of the cases, Merck made a $4.85 billion settlement on some 45,000 cases (Boston Globe, November 9, 2007) Merck's action was expensive, but allowed the firm to move on without a huge residual financial cloud. Merck's behaviour helped address a serious threat.An unusual corporate action in the face of criticism was taken by the major accounting firm KPMG in 2005. Under attack by the US Government for the creation and sale of tax shelters claimed to have cost the Treasury billions of tax dollars, KPMG admitted “unlawful conduct.” What was said to lie behind the move was the company's fear of criminal indictment, which in the case of Arthur Andersen had been a major step leading to its demise (New York Times, 2005).If the organisation truly believes that bad news about it is false, there is an opportunity to correct the misimpression. However, the communications (e.g. corporate statements) must be supported by evidence and have a clear ring of credibility. When Audi was confronted with “sudden unintended acceleration”problems, its initial responses attributed the blame to driver error. This became a matter of considerable public debate, well covered by media. Later, despite considerable internal engineering investigation, Audi was generally considered never able to pinpoint the actual cause of the problem. It took new engineering (e.g. automatic gearshift locks now widely employed in the industry) and the passage of several years of much lower sales for the brand (whose name is on all models) to mount a comeback.Two other situations exist beyond “the bad news is true” and “the bad news is clearly false”, namely “the good news is true” and “the good news is actually false”. My advice in the first situation is to feel good and work hard to maintain whatever actions have yielded what relevant publics consider good news. Communications canbe helpful to the corporate cause if the information is supported by external credible research, such as “voted best company to work for”. This of course puts the onus on an organisation to maintain the distinction. In the second case (“good news is actually false”), a corporation needs to fix the reality quickly (especially if on a relevant reputational dimension such as a safety issue) and hope it can keep a low profile until the situation is remedied.As part of an organisational planning exercise, one might ask these questions about the organisation's brand:1. What do you think is the essence of your corporate brand's meaning to consumers, to the trade, to other key stakeholders?2. What could cause your brand to undergo a brand crisis?3. How seriously would this affect the brand's reputation? How? Why?Lessons learnedFrom my experiences and study of many crisis situations, let me offer four lessons in very abbreviated form:1. Let us start with a look in the mirror. Understand your organisation's identity as others see it –not what the company says it wants to be. The latter is important, but perceptions are central. Know the brand's meaning to key stakeholders, and what could threaten its core. And monitor public approval and support of the company under differentscenarios of trouble –, e.g. a strike, an environmental problem, etc. In short, understand the organisation's brand essence and what could seriously threaten it.2. Potential reputational problems are legion. They come in many forms, and from many publics (stakeholders). But not all affect the essence of the brand. In all instances, the organisation must understand what and whom it is defending against.3. In the event of brand reputational crisis, focus on forthrightness in communications, and on truly substantive credible responses in behaviour. These are the most likely avenues to rescue a brand in crisis. They may restore trust, although that is not guaranteed. The most important actions in areputational crisis, however, can be the ones taken over time to build a “reputational reservoir”, a strong foundation for the corporate reputation. In some crises, a company can draw down on that reservoir.4. Remember that because a corporate brand is as wide as the organisation, the CEO is the ultimate guardian of the corporation's reputation.出处：Stephen A. Greyser. Corporate brand reputation and brand crisis management[J] Management Decision .2009.47(4), PP. 590-602标题：企业品牌的声誉和品牌危机管理译文：这些年来，什么是品牌危机以及如何认识和处理品牌危机，特别是企业或组织的品牌危机，是我研究的重点。
品牌营销外文翻译
Brand Strategy ResearchKapferer,J.HAvailable online 11 June 2010Economic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means of competition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electronics bran d.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appli ance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other1countries compared to ,brand awareness is still insufficient;in Consumer Goods market,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporations sharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning andword文档可自由复制编辑strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the forei gn brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competiti ve advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market is constrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched3product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategic decision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.word文档可自由复制编辑外文翻译：企业品牌战略研究卡普费雷尔，J.H2010年6月11日在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
英文文献和翻译品牌战略
外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。
它旨在提高产品的认知价值给客户，从而提升品牌特许经营和品牌资产。
营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。
这可能会增加决策与竞争产品相比更有利的销售。
它也可能使制造商收取更多的产品。
品牌的价值是取决于它的利润总额为制造商产生。
这可能导致从增加的销售和价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。
这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P和L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理和执行。
在这方面，品牌管理通常是在组织视为一个单独比市场更广泛和更战略性的作用。
由《Interbrand》和《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。
麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。
两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。
管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil阁下麦克尔罗伊著名的备忘录的结果。
品牌管理原则一个好的品牌名称应：·受商标法保护。
·朗朗上口。
·容易被记住。
·容易被识别。
·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。
·引出产品的优点（如：易关）·提升公司或产品形象。
企业品牌战略研究外文文献及中文翻译.doc
企业品牌战略研究外文文献及中文翻译..附件1：外文译文企业品牌战略研究在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。
企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。
一、日系品牌全线崩溃XXXX年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一，众多昔日名牌“昙花一现”。
中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。
第二，品牌战略已日渐引起国内企业重视，政府的扶持。
自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
品牌营销战略-外文翻译
外文翻译原文Title: Brand LeadershipMaterial Source: NewYork The Free Press Author: Aaker ,David A Brand management is the application of marketing techniques to a specific product, product line, or brand. It seeks to increase the product’s perceiv ed value to the customer and thereby increase brand franchise and brand equity. Marketers see a brand as an implied promise that the level of quality people have come to expect from a brand will continue with competing products more favorable.It may also enable the manufacturer to charge more for the product. The value of the brand is determined by the amount of profit it generates for the manufacture. This can result from a combination of increased sales and increased price, and/or reduced COGS(cost of goods sold), and/or reduced or more efficient marketing investment. All of these enhancements may improve the profitability of a brand, and thus, “Brand Managers” often carry line-management accountability for a brand’s P&L(Profit and Loss) profitability, in contrast to marketing staff manager roles,which are allocated budgets from above, to manage and execute. In this regard, Brand Management is often viewed in organizations as a broader and more strategic role than Marketing alone.The annual list of the wor ld’s most valuable brands, pulished by Interbrand and Business Week, indicates that the market value of companies often consists largely of brand equity. Research by McKinsey & Company, a global consulting firm, in 2000 suggested that strong, well-leveraged brands produce higher returns to shareholders than weaker, narrower brands seriously impact shareholder value, which ultimately makes branding a CEO responsibility.The discipline of brand management was started at Procter& Gamble PLC as a result of a famous memo by Neil H, McElroy.Principles of brand managementA good brand name should:• be protected (or at least protectable) udder trademark law.• be easy to pronounce• be easy to remember.• be easy to recognize.• be easy to translate into all languages in the markets where the brand will be used attract attention• suggest product benefits• suggest the company or product image• distinguish the product “s positioning relative to the competition• be attractive.Types of brands>premium brand>economy brand>fighting brand >corporate branding > individual branding >family branding >Functions of brand(For consumers) Identification of source of product, Assignment of responsibility to product maker, Risk reducer, Search cost reducer, Symbolic device. Signal of quality(For Manufacture)Means of identification to simplify handling or tracing, Means of legally protecting unique associations，Source of competitive advantage, Source of financial returns,(“Strategic Brand Management”3rd edition ,Kevin Lane keller) Brand architectureThe different brands owned by a company are related to each other via brand architecture. In“product its own name and style of expression while the company itself remains invisible to consumers. Procter&Gamble,considered by many to have created product branding,is a choice example with its many unrelated consumer brands such as Tide,Pampers,Abunda,Ivory and Pantence.With “endorsed brand architcture”,a mother brand is tied to product brands, such as The Courtyard Hotels(products brand name)by Marriott(mother brand name).Endorsed brands benefit from the standing of their mother brand and thus save a company some marking expense by virtue promoting all the linked brands whenever the mother brand is advertised.The third model of brand architecture is most commonly referred to as “corporate branding”.The mother brand is used and all products carry this name and all advertising speaks with the same voice. A good example of this brand architecture is the UK-based conglomerate Virgin.Virgin brands all ite business withits nameTechniquesCompanies somethings want to reduce the number of brands that they market. This process is known as “Brand rationalization” Some companies tend to create more brands ans product variations within a brand than economies of scale would indicate, Sometimes, they will create a specific service or product brand for each market that they target.In the case of product branding.this may be to gain retail shelf space(and reduce the amount of shelf space allocated to competing brands).A company may decide to rationalize their portfolio of brands from time to time to gain production and marketing efficiency, or to rationalize a brand portfolio as part of corporate restructuring.A recurring challenge for brand managers is to build a consistent brand while keeping its message fresh and relevant. An older brand identity may be misaligned to a redefined target market, a restated corporate vision statement, revisited mission statement or values of a company. Brand identities may also lose resonance with their target market throngh demographic evolution. Repositioning a brand(sometimes called rebranding),may cost some brand equity,and can confuse the Target market, but ideally,a brand can be repositioned while retaining existing brand equity fou leverage.Brand orientation is a deliberate approach to working with brands, both internally and externally. The most important driving force behind this increased in strong brands is the accelerating pace of globalization.This has resulted in an ever-tougher competitive situation on many markets. A product’s superiority is in itself no longer sufficient to guarantee its success. The fast pace of technological development and the increased speed with which imitations tnru up on market have dramatically shortened product lifecycles. The consequence is that product-related competitive advantages soon risk being transformed into competitive prerequisites. For this reason, increasing numbers of companies are looking for other, more enduring, competitive tools-such as brands. Brand Orientation refers to“the degree to which the organization values brands and its practices are oriented towards building brand capabilities”(Brdson&Evans.2004).ChallengesThere are several challenges associated with setting objectives for a category.• Brand managers somethings limit themselves to setting financial and market performance objectives.They mat not question strategic objectives if they feel this isthe responsibility of senior management• Most product leval or brand managers limit themselves to setting short-term objectives bacause their compensation packages are designed to reward shore-term behavior. Short-term objectives should be seen as milestones towards long-term objectives.• Often product leval managers are not given enough information to construct strategic objectives.• It is sometimes difficult to translate corporate leval objectives into brand-or product-level category• In a diversified c ompany, the objectives of some brands may conflict with those of other brands. Or worse. Corporate may conflict with the specific needs of your brand, This is particularly true in regard to the trade-off between stability and riskiness. Corporate objectives must be broad. enough that brands with high-risks products are not constrained by objectives set with cash cows in mind( see B,C,G,analysis), The brand manager also needs to know senior management’s harvesting strategy.• Brand managers somethings s et objectives that optimize the performance of Their unti rather than optimize overall corporate performance. This is particularly true where compensation is based primarily on unit performance. Managers tend to ignore potential synergies and inter-unit joint processes• Overall organisation alignment behind the brand to achieve Integrated Marketing is complex.• Brands are sometimes criticized within social media web sites and this must be monitored and managed.• Also because of the developmen t of such social technologies, developing a social strategy to develop or increase social currency becomes increasingly importantOnline brand managementCompanies are embracing brand reputation management as a strategic imperative and are increasingly turning to online monitoring in their efforts to prevent their public image from becoming tarnished，Online brand reputation protection can mean monitoring for the misappropriation of a brand trademark by fraudsters intent on confusing consumers for monetary gain.It can also mean monitoring for less malicious,although perhaps equally damaging, infractions, such as the unauthorized use of a brand logo or even for negative brand information(andmisinformation)from online consumers that appears in online communities and other social media platforms. The red flag can be something as benign as a blog rant about a bad hotel experience or an electronic gadget that functions below expectations.译文标题：品牌营销战略资料来源：纽约：自由出版社作者：阿克，大卫品牌管理是营销技术应用到具体产品，产品线或品牌。
关于“品牌”方面的外文文献
外文翻译外文翻译原文1Supply chain interactions due to store-brand introductions: Theimpact of retail competitionStore-brand products are of increasing importance in retailing, often causing channel conflict as they compete with national brands. Focusing on the interactions that arise in single-manufacturer single-retailer settings, previous research suggests that one main driver of store-brand profitability to the retailer is that it leads to a reduction of the national-brand wholesale price. Under retail competition, the Robinson Patman Act then introduces an interesting trade-off: A retailer that introduces a store brand incurs the associated costs and risks, while sharing this benefit with its competition. We show that the resulting interactions can cause retailers to play “chicken”, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in channels with a single retailer, as has been the object of most previous research, and we show that some of the key insights derived from single-retailer models fail to hold when retailers compete. We conduct a numeric study, and our findings suggest that retailers are more likely to randomize their store-brand introduction strategies when customers have strong store preferences, and when the retailers’ store-brand products are similar to the national-brand product in terms of customer valuations and production cost.Intuition suggests that the introduction of store brands increases the retailers’ power in the supply chain and that the manufacturer needs to reduce the wholesale price to sustain national-brand sales. Assuming that this intuition holds and that this wholesale price reduction is one of the key drivers of store-brand profitability, the legislation associated with the Robinson Patman Act introduces an interesting trade-off into the retailers’ decision making. Since the act requires that the manufacturer charges the same wholesale price to all retailers (unless there is a good and fair business reason for differentiation), the manufacturer might have to adjust this “global” wholesale price due to some retailers’ store-brand introduction. While manufacturers in practice justify slight wholesale price differences by differentiating packaging and deliveryoptions, the act ensures such differences to be minor. A retailer that introduces a store brand then incurs the associated risks and costs, while sharing most of the benefit with all competing retailers. We show that such interactions might induce retailers to play chicken, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in supply chains with a single retailer, as has been the object of most previous research.To the best of our knowledge, our work presents the first attempt at explicitly studying the determinants of store-brand introduction decisions of independent and competing retailers. We consider these decisions in a spatial model with aspects of both vertical and horizontal product differentiation, where store-brand introductions are associated with fixed costs. Most analytical research of store-brand introduction interactions in supply chains has considered single-retailer settings. We show that the supply chain interactions that govern store-brand introduction decisions might be of a very different character in the presence of retail competition.Author: Ana Groznik and H. Sebastian HeeseNationality: Ana Groznik（Portugal），H. Sebastian Heese（USA）Originate from: Production, Manufacturing and Logistics由供应链协作引入商店自有品牌：农产品零售业竞争的影响商店自有品牌的产品在零售渠道冲突中变得越来越重要，这往往导致他们与民族品牌产生竞争。
外文文献品牌战略研究
品牌战略研究资源:卡普费雷,J H战略品牌管理[J］.高根页，伦敦经济全球化，如何适应国际潮流,树立强势品牌,增强竞争力，成为企业面临的紧迫问题。
在分析企业营销品牌战略发展的基础上，根据品牌战略的内涵及其功能意义，探讨了品牌战略在企业营销中的作用。
企业需要利用各种手段来增加竞争的品牌意识，提高品牌定位，创造良好的品牌形象。
首先，日本品牌在板上的失败2006年11月22日上午，NEC宣布将退出2G和2。
5G手机市场,这意味着,继松下、东芝、夏普、三菱、三洋之后又一家日本手机厂商退出中国市场,日本手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们十年前的任何不同，我认为最大的不同是，日本企业在中国，日本家电市场低迷，主要原因是：第一，刚性企业制度，决策困难，反应缓慢，不符合中国市场的实际情况,很难适应快速变化的中国市场；第二是弱的市场营销，产品规划能力不强，很难判断根据他们的标志推出，以满足消费者的需求，不能满足市场需求，未能把握行业最佳时机过渡是日本家电企业失去市场主导地位的重要原因。
日本的公司来的边缘在中国市场是造成我们民族企业的深思？要走国际路线,是否把“日本企业"的企业到背后的教训?二、中国品牌战略实施现状许多古老著名的“昙花一现”:中国和外国企业在中国市场的品牌战略的成长对民族品牌的巨大影响。
上个世纪，一个鲜为人知的80年代的品牌，没有被注册的商标，是被收购，挤压,即使残留下来是非常有限,真的很难发展。
这里的一个典型案例，上世纪80年代至90年代初，1998年曾在空调界创下奇迹的华宝被科龙收购，其后的品牌形象下降主要是品牌战略一直是国内企业、政府越来越重视造成的。
上世纪80年代改革开放以来，我国的社会主义经济建设取得了举世瞩目的成就。
从计划经济到市场经济时代的中国企业，品牌管理已无所不存在。
信息，各级地方政府重视名牌、组织推进力度，政策措施，极大地增强了青海、深圳、武汉、宁波、沈阳等城市对中国名牌企业的奖励1亿，大理300万元,名牌企业城市奖励100000元- 200000元。
品牌战略研究外文翻译文献
品牌战略研究外文翻译文献品牌战略是企业在市场竞争中取得竞争优势的关键因素之一。
品牌战略的制定和执行对企业的长期发展具有重要意义。
本文将介绍一篇关于品牌战略研究的外文翻译文献，该文献探讨了品牌战略的关键要素和实施策略，以及如何利用品牌战略来提高企业的竞争力。
该文献的标题是“Building a Strong Brand: A Comprehensive Review and Integration of the Literature”。
文章首先介绍了品牌战略的定义和重要性。
品牌战略是指企业为了在市场上建立和维护品牌形象而采取的一系列战略活动。
通过建立强大的品牌，企业可以获得消费者的忠诚度和信任，提高产品或服务的销售额，从而在市场竞争中取得优势。
接下来，文献综述了品牌战略研究领域的相关文献，并对这些文献进行了分类和整合。
根据文献综述的结果，品牌战略的关键要素可以分为两个方面：内部要素和外部要素。
内部要素包括企业的核心竞争力、品牌定位和品牌资产。
核心竞争力是企业在特定领域内具有的独特能力，可以帮助企业在市场上获得竞争优势。
品牌定位是企业在消费者心中所占据的位置，包括品牌的形象、声誉和关联价值。
品牌资产是指企业所拥有的品牌价值和品牌资产，包括品牌知名度、品牌忠诚度和品牌关联度。
外部要素包括市场环境、竞争对手和消费者需求。
市场环境是指企业所处的市场环境和行业趋势，包括市场规模、市场增长率和市场分布。
竞争对手是指企业所面临的竞争对手和竞争态势，包括竞争对手的品牌实力、市场份额和市场策略。
消费者需求是指消费者对产品或服务的需求和偏好，包括消费者的购买行为、购买动机和购买决策。
在品牌战略的实施过程中，企业需要考虑这些关键要素，并制定相应的策略。
例如，企业可以通过提升核心竞争力来增强品牌的竞争力，通过精确定位来塑造品牌形象，通过品牌推广和宣传来提高品牌知名度，通过创新和研发来提高产品或服务的品质，以满足消费者的需求。
企业品牌战略研究外文翻译毕业论文
企业品牌战略研究外文翻译毕业论文华南理工大学广州学院本科生毕业设计(论文)翻译外文原文名 Brand Strategy Research中文译名企业品牌战略研究英文原文版出处: Kapferer,J.H. Strategic Brand Management M. London: Kogan Page, 2010:52-61.译文成绩: 指导教师(导师组长)签名:译文:企业品牌战略研究二、中国企业实施品牌战略的现状1、众多昔日名牌稍纵即逝中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。
、品牌战略已日渐引起国内企业重视、政府的扶持 2自上世纪80年代改革以来，中国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
资料显示，各地各级政府在对名牌的重视程度、组织推进力度、政策措施上有大幅度提升，青岛、深圳、武汉、宁波、沈阳等市对中国名牌企业的奖励为100万元，大连为300万元，对获省市名牌的企业奖励为10万元-20万元。
2007年1月8日至1月11日，第40届国际消费电子展(CES)在美国杜斯维加斯的威尼斯酒店开幕。
在CES上我们民族企业取得骄人的业绩。
据了解，今年中国有4000人注册参与CES，包括厂商、媒体和观众，在展馆中，有327家参展商。
海尔被全球最权威的消费电子行业媒体《TWICE》评选为另消费电子第一品牌。
3、洋品牌的地位在多数行业仍是难以动摇的但是，我们也应看到，面对市场上纷繁的产品，真正能让消费者脱口而出的中国品牌屈指可数。
随着对外开放的深入，国际上一些大公司纷纷挤入中国市场，一时间中国市场上充斥着“索尼”、“可口可乐”、“飘柔”、“奔驰”等种种国际名牌，这些名目众多的洋品牌猛烈地撞击着中国的民族品牌。
企业品牌战略研究外文翻译
企业品牌战略研究外文翻译Brand Strategy ResearchIn today's era of economic n。
XXX。
establishing a strong brand。
XXX。
it XXX increase brand awareness。
improve brand ning。
and create a positive brand image.One example of the importance of brand strategy can be seenin the defeat of Japanese mobile phone brands in the Chinese market。
On November 22.2006.NEC XXX from the 2G and 2.5 mobile phone market。
following the footsteps of other Japanese mobile phone manufacturers such as Sharp。
Panasonic。
Toshiba。
Mitsubishi。
and Sanyo。
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Japanese mobile phone XXX from the 2G mobile phone market in China.To avoid a similar fate。
XXX Management。
establishing a strong brand is essential for XXX strategy。
XXX.Overall。
it is clear that brand XXX success in today's global market。
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外文翻译--企业品牌战略研究
XXXXXXX学院毕业论文外文翻译外文题目Brand Strategy Research 译文题目企业品牌战略研究系部管理系专业班级市场营销61001班学生姓名指导教师辅导教师完成日期2014年5月1日Brand Strategy ResearchKapferer·J·HAvailable online 11 June 2010Economic globalization, how to adapt to international trends, establish, a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterprise needs to sue a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.1. Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago, I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker launch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies to think deeply about our nation ? To make the international route and whether the enterprise of “Japanese Company” to the lessons learned behind ? Second,第1页（共12页）the brand strategy implementation in China the Current Situation Many oldfamous“flash in the pen”.Chinese and foreign enterprises in the Chinese market the brand war; just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited. Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon, the subsequent define in brand image is repeated.2. Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up, China’s socialist econo mic construction has made remarkable achievements. From a planned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the efforts, policies measures have greatly enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening. National enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES ,including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors .Haie r is the world’s most a uthoritative consumer electronics industry media “TWICE” named for the Chinese consumer electronics brand.3. The status of foreign brands in most sectors is still difficult to shakeHowever, we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands. With the opening up第2页（共12页）further, to a number of big companies have to squeeze into the Chinese market,Chinese market, a time filled with “sony”,“Coca-Cola”，“rejoice”，“Benz”and various other international brands, many of these names foreign brands violently hitting the national brand in China. Although the appliance industry ,led by Haier brand, “Konka”，“Changhong”，“TCL” and other domestic brands have developed well, but with the “Sony”,“Panasonic”“Samsung”and other brands, they are still there competitive disadvantage; in the IT industry, “Lenovo”，“Founder”，“Great Wall” and other countries compared to ,brand awareness is still in sufficient in Consumer Goods market, “P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors.Currently, Chinese brands have a huge international marker opportunity and space for international brands has been inevitable ,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves: there is a lace of technology development, brand competitiveness is not strong; brand personality, lack of innovation and development capacity; small-scale production and management, brand development lack of overall planning; ability of weak exports and international operations, Brand awareness is not strong; brand positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms need to be improved, policies and regulations support the need to further strengthen the country’s industr ial policy, export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation, the financial environment for business investment capacity and market expansion ability and the important influence. The establishment of market system in China has for many years, despite a significant improvement but still not perfect, the still has not really adapt tothe market economy, consumer psychology has not yet fully mature.第3页（共12页）2. The current situation of global economic integration, the error of the brandstrategy implementation(1)Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupation of the international market. it is no exaggeration to say that now, the brand has achieved global strategic objectives of transnational corporations sharp weapon, is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point, attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The implementation of brand strategy is to rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors: If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only; Advertising is the only way to cultivate well-known brands, in addition to advertising in the media ,big, the other no attention; scale enterprise product once formed, well-known brands on the naturally established; well-known brand is equivalent to high price, to be unrealistically improve the product price. Some companies even to further in the brand Wrong Operation not hesitate to give up their own brand business, with foreign companies, brands, or to sell its own brandlow-cost transfer, such as our present more than 20 million “three capital” enterprises,第4页（共12页）there 90% of the joint venture using the foreign brands; clean silver toothpaste factoryin Guangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding example of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors, beyond, the brand is in surmountable, real and lasting competitive advantage comes from innovation, in order to “change” should be “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand-name “dismount” the major reason. Coca-Cola’s former chief marketing officer Sergio Zyman, “the brand is only the company logo products and services are different from competitors, is the most effective weapon to open up the market, excellent brand can make your product stand out.”Products physical properties, quantity, price, quality, service is very easy to make your product stand out.” Produc ts physical properties, quantity, price, quality, service is very easy to imitate competitors, European brands, along with the product itself, also includes an attached product to cultural background, emotional, consumer cognition invisible things, so that enterprises Yong Yuan Li in the competition undefeated. Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a corporate restructuring and reallocation of resources an important mechanism.In addition, enterprises should learn from successful experiences abroad to enhance their design and development capability. Enterprises should dare to challengethe new technology revolution to create their own brand, and increase market第5页（共12页）competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales, personal services are indispensable!2. To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolate task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing, related to business management of all major strategic decision, these major strategic decision, these major strategic decisions were consciously carried out around to expand.第6页（共12页）企业品牌战略研究卡普费雷尔·J·H2010年6月11日在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
品牌策略外文翻译
外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。
中国企业品牌国际化外文文献译文
2012 届毕业论文中国企业品牌国际化战略研究系、部：经济与管理系学生姓名：彭诗尧指导教师：王阳职称讲师专业：国际经济与贸易班级：国贸0802完成时间：2012/5/22中国企业品牌国际化战略研究摘要新经济时代，全球化趋势对企业国际化的要求日益迫切。
积极参与国际竞争，改变中国产品的形象，树立中国企业品牌在国际上的地位，已成为中国企业在经济全球化条件下的必然选择。
随着市场竞争的加剧,企业面临的挑战已不仅来自于产品价格和技术、销售渠道与策略、企业管理与文化,如何打造成功的企业品牌,在竞争中形成“品牌壁垒”,已经成为企业需要认真研究的一项重要课题。
文章首先从“品牌国际化”的概念入手，让我们对已有的品牌国际化研究有了初步认识。
并谈到中国企业品牌国际化的是一个必然趋势。
然后对我国企业的品牌国际化道路进行了解析，分析了品牌国际化道路中的有利条件和所遇到的障碍，探讨了一些可行的可选择的国际化策略。
最后，通过联想和海尔的实例分析给出了一些企业品牌国际化道路上的建议。
关键词: 企业；品牌国际化；竞争力ABSTRACTThe new economic era, the trend of globalization is increasingly urgent requirements of the enterprise internationalization. Actively participate in international competition, changing the image of Chinese products, and establish a brand position in the international arena, has become the inevitable choice of the Chinese enterprises in the conditions of economic globalization. As market competition intensifies, enterprises are facing challenges not only from the product prices and technology, sales channels and strategies, corporate governance and culture, how to build a successful brand, the brand barrier "formed in the competition, has become a business an important topic in need of serious study. The article first start from the concept of "international brand", so we have a preliminary understanding of the existing brand internationalization. And it comes to brand internationalization of Chinese enterprises is an inevitable trend. Resolution, and then brand the path of internationalization of our enterprises favorable conditions and the obstacles encountered in the brand internationalization road to explore the possible choice of international strategy. Finally, Lenovo and Haier instance some of the recommendations of the corporate brand on the international road.Key Words: Enterprise；Internationalization；Competitiveness目录摘要............................................. 错误！未定义书签。
关于品牌价值的外文文献原文以及翻译译文
关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of theenterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider. Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions arenibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission. Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: /962577.html) You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing thefollowing trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with local enterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。
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and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba,
Mitsubishi, Sanyo, a Japanesemobile phone manufacturers later withdraw from
consumers blurted out genuinely few domestic brands.With the opening up further,to
a number of big companies have to squeeze into the Chinese market,Chinese market,a
brand ,not being registered by trademark, is to be acquired, squeeze, even if the
residue is hard going down really developed very limited.Here atypical case, the last
econonomic construction has made remarkable achievements. From a planned
economy to market economy era Chiness companies, brand management has grown
out of nothing.
Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on
brand-name companies have been cities for the 100000yuan reward-200000yuan.
whether the enterprise of
“ Japanese Comthpeanleys”sotnos learned behind?Second,
the brand strategy implementation in China the Current Situation Many old
Information,local governments at all levels of emphasis on
brand-name,organization promoting the efforts,policies measures have greatly
ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the
time filled with “ sony ” , “-CCoolcaa”， “ rejoice ，”“ Benz” andvarious other
internantional brands,many of these names foreign brands violently hitting the
are 327 exhibitors.Haier is the world ’ms ost authoritative consumer electronics industry media “ TWICE” named for the Chinese consumer electronics brand.
forecast products, follow the trend has been in a passive situation, can not satisfy
market demand; Third, failure to grasp the industry best time to transition is the
the CES,we achieve superior results.
It is understood that this year there are 4000 people registered to participate in
China CES,including manufacturers,media and spectators,in the exhibition hall,there
century 80s to early 90s,he worked in air conditioning sector hit wonders of the
Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is
3.The status of foreign brands in most sectors is still difficult to shake
However,we should also see the face of numerous products on the market,allows
Kapferer,J.H Available online 11 June 2010
Economic globalization,how to adapt to international trends,establish,astrong
brand and enhance our competitiveness,have become pressing issues facing
competition to increase brand awarenss, improve brand positioning, an create a good
brand image.
First, Japanese brands across the board defeat.
November 22,2006 morning, NEC announced that it would withdraw from 2G
market, “＆ＰG”，“ Oliver，”“ Henkel，”and other international companies have formed
the three pillars.
Third,the brand strategy implementation in China Problems and Errors.
“ Ko
enterprises.Basedon the analysis of the development of corporate marketing brand
strategy in enterprise marketing role.Enterise needs to sue a variety of means of
Japanese home appliance companies lose an important reason for market dominance.
Japanese companies come to the edge in the Chinese market is causing
companies tothink deeply about our nation ? To make the internanational route and
ten years ago,I think the biggest difference is that Japanesecompanies in China,
Japanesehome appliance market downturn, the following main reasons: First, rigid
national brand in China.Although the appliance industry ,led by haier brand,
，
“ Changhong，”“ TCL” anodther domestic brands have developed well,but with the “ Sony” , “ Panasonic ”“ Samsoutnhg”er abnrdands,they are still there competitive
Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is
difficult to judge according to their marker lacunch to meet consumer demand and
the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile
phone market in China out of contention.
If we sum up the Chinese household appliance market, today any different from
disadvangtage;in the IT industry, “ Leno，vo“”Founder，”“ GreatWall ” andother
countries compared to ,brand awareness is still insufficient;in Consumer Goods
毕 业 设 计（论文） 外文文献翻译
文献、资料中文题目： 企业品牌战略研究 文献、资料英文题目： Brand Strategy Research 文献、资料来源： 文献、资料发表（出版）日期： 院 （部）： 专 业： 班 级： 姓 名： 学 号： 指导教师： 翻译日期： 2017.02.14